Marguerite Schneider

TL;DR: In this paper, the authors examined the effects of environmental, organizational and top managers' characteristics on the initiation, adoption decision and implementation of innovation and found that while each dimension accounts for unique variance in the adoption of innovation, organizational characteristics and attitudes toward innovation have a stronger influence than environmental and top manager's demographic characteristics.

TL;DR: In this paper, the authors developed direct and moderating hypotheses for the relationship between innovation characteristics, manager characteristics, and innovation adoption in public organizations, and tested these hypotheses using survey data on the adoption of 25 innovations in 725 local governments in the United States and data from a panel of experts.

TL;DR: This article contrasts the assumptions of General Systems Theory, the framework for much prior leadership research, with those of Complexity Theory to further develop the latter's implications for the definition of leadership and the leadership process.

TL;DR: The authors synthesize the financial, legal, and management literature to arrive at an integrated model of twelve key variables that may lead to variations in these investors' levels of activism and, hence, their impact on firm behavior.

TL;DR: The stakeholder model of organizational leadership helps to predict leader effectiveness in organizations characterized by fuzzy organizational boundaries, flattened hierarchies, and work relationships sometimes brought about through contracts instead of employment.